Management &

Leadership Handbook

Sports Edition

TableofContents

Introduction

Theories

TheManagerialGrid

ATheoryofLeadershipEffectiveness

OneMoreTime:HowDoYouMotivateEmployees

NewPatternsofManagement

10

MotivationandPersonality

11

TheHumanSideofEnterprise

14

Conclusion

17

Index

18

Bibliography

19

IntroductiontoManagement:TheCoachsWay

Theplayersfiledintothelockerroomonebyonewiththeirheadsdown.Itwashalftimeand
theyweredown.Theyfloppedonthebenchesandanyfloorspacenotinvadedbydirtytowels.
Theylookedeagerlyattheircoachforwisewordstomotivateandcorrectthem,sotheycould
dominatethesecondhalf.Gazingateachplayerthecoachasked,
WhydoIalwayshavetobe
theproblemsolver?Groupproblemsolvingisaskillyouwilluseyourwholelife.Figureitout.
WiththosefewwordsCoachLadlefttheroomleavingtheteamtofigureoutwhattodo.Coach
LadoftheDeLaSpalleSpartansinConcord,CAisknownforthelongestwinningstreakof151
games.

In151games,hundredsofplayersenteredandleftthefootballprogramofcoachBob
Ladouceur.Itwasnotthestrengthofspecificathletesthatwonthosegames,butratherthe
coachingprinciplesthatCoachLadappliedtodirectandinspirehisteam.CoachLaddidnot
justteachhisteamshowtoscoretouchdowns,butdedicatedhimselftoinstillingdiscipline,
1
character,commitment,love,andrespectintotheplayers
.

Managershavethedifficultresponsibilityoforganizingnotonlyresourcesandeventsofa
company,butmoreimportantlyindividualsinatimeandcosteffectiveway.Managersarethe
coachofasystemandthesubordinatesaretheirteam.Thisisagreatresponsibilityand
requiresmuchmorethanorganizationalskills.
InthisManagementandLeadershipHandbook,
fivemanagingtheorieswillbeexploredtodeterminethebestqualitiesandpracticesusedby
successfulandhighproducingmanagerstocreateawinningstreakinanycompany.


TheManagerialGrid
byBlakeandMouton

TheManagerialGridtheorydiscussesfivedifferentmanagementstyleswithinacommongrid
system.TheManagerialGridcontainstwoaxes:concernforpeopleandconcernforproduction.
Dependingoneachmanagersbeliefsandgoals,theywillfallsomewhereonthisgridsystem.
Overall,thistheoryteachesthatleadershipskillscanbedevelopedandthatanyonecanbea
leaderiftheyworktowardsthisgoal.

ElementsofSuccessfulLeadership

Initiative.
Initiativetostart,stop,orchangesomething.Acoachmustbewillingtochangetheplay
accordingtotheotherteamsskilllevel.

Inquiry.
Theabilitytogainaccesstofactsfrompeopleorothersources(thoroughness).Acoachtalks
withhisteamregularlytomakesuretheyfeelhealthyandreadytoplay.

ConflictResolution.
Theabilitytoresolveissues.Acoachactsasamediatortokeepteammembersonthesame
page.

DecisionMaking.
Thisistheactionstage,whereleadershipisshown.Acoachcanmakedifficultdecisionslike
benchingstarplayerstoallowlessexperiencedplayerstoplay.

Critique.
Theabilitytostepawayfromasituation,evaluate,andchangeittomakeitmoreefficient.After
agame,acoachevaluatestheperformanceofteammembersandencouragesthemtopractice
skillstheycouldimproveupon.


TheGrid

TheGridincludesalldifferentstylesofleadership,comparesthem,evaluatesconsequences,
andallowsforpersonalconclusionstobedrawnaboutleadership.Aleaderwillhavea
dominantandabackupstyle.The9,9modelisascientificallyderivedtheory,determinedtobe
soundandideal.

9,1maximizeproductionbyincreasingauthority
1,9minimizeconcernforproductionandmaximizeconcernforpeople
1,1managerdoestheminimumrequiredtomaintainorganization
5,5goalongtogetalong,conformitytostatusquo
9,9goalcentered,teamoriented,seekstogainoptimumresults


Leadership
Style

9,1

1,9

1,1

5,5

9,9

Concernfor
Production

High

Low

Low

Medium

High

Concernfor
people

Low

High

Low

Medium

High

Motivations

Power
TaskOriented
Doesnot
accepthelp

Tender
Easywork
pace
Relationship
oriented

Uninvolved
Withdrawn
Neutral

Relationship
oriented
Popularity

Personal
contribution
Employee
goalsequal
organization
goals

Managing
Conflict

Exact
Instruction
Suppresses
other
viewpoints
Sarcasm
Belittling
Threatand
punishments

Avoidance
Playsitdown
Meek
Apologetic
Peoplepleaser

Avoidance

Protocol
Traditional
Separate
employee
counseling
Physically
separate
conflicting
individuals

Disagreements
leadto
solutionsnot
badfeelings

Behavioral
Elements

Harddriving
Factdriven
Blackand
white
Interrupts
Planner
Angry

Eagertohelp
Lacksinitiative
Shy/timid
Postpones
hard
decisions
Makes
decisions
thatwillbe
easily
accepted

Noinitiative
Apathetic
Avoid
spontaneity
and
creativity
Noncommittal
Avoids
decisions
Justworks
here

Avoidsrisky
decisions
and
behaviors

Organized
Eager
Greatcapacity
towork
Communication
Teamfeedback
encouraged

Lowcreativity,
innovation,
production,
andprofits
Comfortable,
employees
orlow
employee
satisfaction

lowcreativity
and
productivity
nosatisfaction
or
dissatisfaction
slowestrateof
advancement

Losecapacity
High
productivity
tobe
Highcreativity
competitive
duetostrict
adherenceto
policiesand
procedures

Consequences Shortterm:
Increased
productivity,
Longterm:
Decreased
moraleand
productivity
Lowcreativity

TheTheoryofLeadershipEffectiveness
byFredFiedler

Nobodywouldarguethatateamsvictorydependsontheirperformance,butwhat
determinesormoreimportantly,improvesteamperformance?Teameffectivenessis
determinedbyleadershipstyleandthetasksituation,notthesumofthegeniusortalentwithin
thegroup.

Favorability

Thefavorabilityofthetasksituationreferstothedegreetowhichthesituationenablesthe
leadertoexertinfluenceoverhisgroup.Acoachisalwaysfightingtohaveauthorityand
respect,forteamunity,andtoaccomplishacommongoal.Thesearethethreedimensionsof
favorability(orderedbydecreasingimportance):

1)leadermemberrelations
2)taskstructure
3)positionpower

LeadershipStyles

Therearetwobasictypesofcoaches:taskorientedorrelationshiporiented.Theleadership
styleofthecoachaffectshowtheplayerswillreactandperform.

TaskorientedLeaders
Theseleadersobtainsatisfactionprimarilybyaccomplishingtasks.Theyarethecoacheswho
pushtheirplayerstosqueezeouteverylastgoalorhomerun.Thistypeofleadershipstyleis
mosteffectivewhenthegroupsituationiseitherveryfavorableorveryunfavorableforthe
leader.

RelationshiporientedLeaders
Theseleadersobtainsatisfactionbyattainingapositionofprominenceandbydevelopinggood
interpersonalrelationships.Thecoacheswhofocusonteamunityexhibitthisstyleof
leadership.Thistypeofleadershipismosteffectivewhenfavorablenessisintermediate.

Whenfavorabilityisveryhighorverylow,ataskorientedleaderismoreeffective.Whenfavorabilityismoderate,a
relationshiporientedleaderismoreeffective.

LeadershipStyleandFavorability

Whencoachesareinthemiddleoftheirbiggameandunderintensestress,theyresorttodoing
whatwillbringthemsatisfactionasaleaderscoringagoalorbuildingrelationships.When
stressislow,thecoachescanexpandtheirscopeofleadershiptofillingaps.

FavorableSituation
(LittleorNoThreat)

SomewhatUnfavorable
(SmallThreat)

UnfavorableSituation
(LargeThreat)

TaskorientedStyle

Withminimaleffortcan
directtask
Canfocuson
memberrelations

Morefocusedon
performingthetask
Impatiencemay
damagegrouprelations
Preventscreativity
Stress

Purelyfocusedon
accomplishingthetask
Memberrelations
suffer

Decreasedabilityto
controlthegroup
Interactionsintensify
withgroupmembers
Beginstoneglecttask

Genuineconcern
aboutfeelingsand
opinionsofgroup
members
Purelyfocuseson
relationswithgroup
members

Relationshiporiented Gainsrecognitionand
Style
reward
Feelsacceptedand
liked
Canfocusonthetask

ImprovingTeamEffectiveness

Modifytheleadersstyle:theleadermustconscientiouslyfocusontheleadershipstyle
thatdoesnotcomenaturallytohimorher
Ataskdrivencoachtakesastarplayeroutofthegametomaintainthegoodrelations
withintheteam

Modifythegrouptasksituation:theleadermustincreaseoneofthethreefactorsthat
contributetoleadershipfavorability(leadermemberrelations,taskstructure,orposition
power)
Acoachdefinestheplaysforthegametoincreasetaskstructureandmaintaincontrol

Thesuccessofateamdependsonthetasksituationandtheleadershipstyle.Whenallthe
oddsareeithercompletelyinfavoroftheteamorcompletelyagainsttheteam,ataskoriented
coachwillbethemosteffectiveleader.Whentheteamisinamoderatelyfavorablesituation,a
relationshiporientedcoachwillbethemosteffective.Ifperformanceofateamisbelowwhatis
expected,thenleadershipstyleorthefavorabilityofthesituationmustbemodified.

OneMoreTime:HowDoYouMotivateEmployees
byFrederickHerzberg

Dropdownandgivemefifty!Whatmotivatesapersonishighlycomplex.Whetherusing
positivemotivationsuchas,Ifwewin,wewillgogeticecream,ornegativemotivation,You
willrun5miles,ifwelosethetaskcanbecompleted.Whatdiffersistheattitudeandmotivation
behindthetask.ThefollowingpagesdiscussHerzbergsobservationsoffactorthatwill
persuadeordissuadeasubordinate.

DissatisfactionFactors(HygieneFactors)
Thefollowingfactorsfocusonextrinsicrewardsandpunishmentsandareauthoritativecontrols.
Thesefactorspushthesubordinatestocompletethetaskathand,butcontinuedactionrequires
repeatedprompting.

Companypoliciesandadministration
Supervision
Interpersonalrelationships
Workingconditions
Salary
Status
Security

SatisfactionFactors(MotivatorFactors)
Thefollowingfactorsfocusonintrinsicrewardsandpunishmentsandarepositivemotivators.
Theseinstillmotivationthatwillcontinueuntilthegoalisachieved.

Achievement
Recognition
Theworkitself
Responsibility
Promotion

VerticalVs.HorizontalJobEnrichment

Managersthatuseahorizontalapproachgive
morebusywork.Theverticalapproach
allowsa
subordinatetocompleteataskfrombeginningtoend,whichismorefavorableandmotivating.
Thefollowingareprinciplesofaverticalmanagingapproach:

Removingcontrolswhileretainingaccountability
Increasingtheresponsibilityofindividualsfortheirownwork
Givingapersonacompletenaturalunitofwork
Grantingadditionalresponsibilitytoemployeesintheiractivity
Makingperiodicreportsdirectlyavailabletotheworkersthemselves,ratherthanto
supervisors
Introducingnewandmoredifficulttasks,notpreviouslyhandled
Assigningindividualsspecificorspecializedtasks,enablingthemtobecomeexperts
9

NewPatternsofManagement
byRensisLikert

Twodifferentcoachescancoachthesameteamandreapdrasticallydifferentresults.One
season,ateammayloseeverygame.However,withafreshcoach,theteammaythriveand
winthenationalchampionship.Theenvironmentcreatedbythecoachmakesallthedifference.

Thisissimilarintheworkplacewithmanagers.Onemanagermayinspiregreatness,while
anothermayengenderillfeelingsintheworkplace.Thedifferenceistheenvironmentcreated
bythemanagerandthesubordinate'sperceptionofthatenvironment.Thesevarious
componentscanbeappliedbyanymanagerinordertoincreasetheproductivityofany
company.

IncreasingProductivityofSubordinates

Managerscanaltertheperceptionofthesubordinatesandincreasetheirpositiveexperience,
whiledoingthesamework.Thefollowingpracticesareobservedtobeassociatedwith
highproducingemployees.

Creatinganemployeecenteredenvironment
Usinggeneral,ratherthanclosesupervision
Definingclearobjectivesandgoals
Fosteringanenvironmentinwhichsubordinatesshareopinionsandresponsibilities.
Instillingfeelingsprideforcompanyineachsubordinate
Utilizinggroupstoachieve

Waystocreateteamunity:

Encouragesubordinatestocreateinterpersonalrelationshipssothatgroupmembers
helpeachother,andnotjustfocusoncompletingtheirresponsibility
Createsmallgroupsthatcandevelopbondsandtrust
Givegroupassignments
Havegroupscomeupwiththeirowngoals
Motivateteamstohavegrouployaltyandpride

SummaryofSuccessfulManagerialCharacteristics

Supportive
Respectful
Encouragecreativity
Calm
HonestandFair
Enthusiasm
10


MotivationandPersonality
byAbrahamH.Maslow

Inorderforacoachtoleadeffectively,theymustfirstunderstandtheirplayers.Humannature
followsapredictablepatternthatanyleadercanmanipulatetoachievedesiredgoals.Maslows
TheoryofMotivationcanhelpmanagersunderstandtheactionsandreactionsoftheir
subordinatesandchangetheenvironmentaccordingly.

TheBasicMotivationPrinciples

Peoplearemotivatedbydeepgoals.
Mostconsciousdesiresarenotreallywhatapersonwants,butawaytogettosomeunderlying
goal.Forexample,ahighschoolquarterbackmaybemotivatedtowinafootballgame,butthat
isonlythemeanstotheend.Thetrue,underlying,goalmaybetheneedforsocialacceptance
andpersonalpride.

Cultureinfluenceshowpeopletrytoachievegoals.
Basedontheirbackground,oneteammembermaythinkthatthewaytowinabaseballgameis
strategy,whileanothermayfocusonphysicalfitness.Acoachmustbeconsciousofandutilize
theseidiosyncrasiestobenefittheentireteam.

Apersonisalwaysmotivatedbysomething.
Asgoalsareachieved,newmotivationswilltaketheplaceofsatisfiedones.Onceachieved,old
goalsnolongerdrivebehavior.

Peopleusuallybehavesanely.
Typicallyahumanwillbehavepredictablybasedonunderstandabledrives.However,when
underextremestressorfeelingsofhelplessness,theymaylosethislevelofcontrol.Althoughit
doesnotfurtherprogresstowardstheirgoalofwinningabasketballgame,frustratedplayerswill
foultheotherteam.

Peopleyearnforwhattheycanrealisticallyattain.
Anyteamplayerwhodoesnotthinkthattheteamcanactuallywin,willnotallowthemselvesto
desiresuccessforfearofdisappointment.Thisleadstopoorperformance.

11


ATheoryofHumanMotivation

TheTheoryofMotivationusesthebasicprincipleofmotivationtopredicthumanbehavior.

Ifphysiologicalneedsareunsatisfied,allotherneedsbecomenonexistentuntilthatneedis
satisfied.Whenthebasicneedsaremet,otherhigherandmorecomplexneedsemergeand
theseratherthanphysiologicalhungersdominatetheindividual.Thiscontinuesasaperson
ascendsupthehierarchyofneeds.

SelfActualization

Afteralllowerneedsaremet,apersonwillcontinuetobeunsatisfieduntiltheyrealizetheir
purpose.Everycoachandteamplayerisstrivingtoreachselfactualization.Whentheother
needsaremet,anindividualcanfocusonobtainingthisselffulfilledstate.Coacheswhohave
achievedselfactualizationwillnotbuckleunderthestressofthegame.Theywillseetheteam
forwhatitisandmoveitforwardwithoutbias,whiledevelopingtheirplayers.Teammembers
whoachievethisstatewillbemotivatedtodeveloptheirtalentsandabilitiesandwillbe
unaffectedbythecheersorboosofthecrowd.

12

AttributesofaSelfactualizedIndividual

Efficientandcomfortableperceptionofreality
Theyarecomfortablewiththemselves,humannature,andthestateortheworld.Becauseof
this,theyareabletoquicklyjudgesituationsandactaccordingly.

Acceptance
Theydonotfeelguiltyordefensiveabouttheirshortcomingsandhabits,buttheyseethatthey
canimprove.

Problemcentering
Theyareabletoseetheproblemsoutsidethemselvesandcontributetomakingtheworlda
betterplace.Eventhoughhumannaturecanbefrustrating,theyareunderstandingandstriveto
improveit.

Detachmentandindependenceofculture
Theyarecomfortablebeingbythemselves.Sometimesthissolidaritycanbemisinterpretedas
coldness.Theydonotfeelhamperedbysocialconstructsandarethereforeabletocreatea
personalcodeofethicsratherthanrelyingonsocietalvalues.

Interpersonalrelations
Generally,theyhavesmallcirclesoffriendswithdeeprelationships.

Mergingofworkandplay
Workandplaycollideworkisfunandplayismoreserious.Theyenjoyrefiningexistingmatter,
concepts,andideastoimprovethem.

Individualswhohaveachievedselfactualizationarenothinderedbythestrugglebetweenhead
andheartbecausebothsidesaresayingthesamething.Whilemostpeoplearehamperedby
theprocessofaccomplishingagoal,selfactualizedpeopleareabletodiscriminatebetween
meansandends.Theycanfocusontheendgoalwhileenjoyingtheprocessandnotbecoming
distracted.Thegoalofacoachoramanageristohelpthosetheyworkwithtoreachthislevel
ofselfactualization.Thisiswheresuccessandproductivitytrulyreside.

13

TheHumanSideofEnterprise
byDouglasMcGregor

Acoachcaninfluencetheoutcomeofthegamesimplybytheirviewabouthumannatureand
thewaytheystructuretheteamenvironment.Dotheybelievetheirteammembersarelazy,or
thattheyarealsomotivatedtowinthegame?Twoviewsofhumannature,TheoryXand
TheoryY,canleadtoverydifferentoutcomesforanorganizationorteam.

TheoryX

Assumptions

Peoplearegenerallylazyandtrytoavoidwork
Peopledonotdesireresponsibilityandhavelowlevelsofinitiative
Peoplevaluesecurity,notcreativity

Controls

Centralauthorityandtopdownstructure
Punishmentsandincentives

HumanResponse
Thisdemanding,authoritativemanagementmethodcausesresistantanduncooperative
subordinates.Themanagerorleaderdoesnotintendforthisresponse,howeverthe
organizationwillsufferduetothepoorselectionofcontrols.ThisshowsthatTheoryXisnot
adequate.

WhyisTheoryXinadequate?

TheoryXisbasedonpersonalobservation,notscientificevidence.
LeadersthatassumeaTheoryXattitudearestuckintheiropinionsandwillnotbudge,even
thoughtheirobservationsarenotapplicableinallsituations.

14

 TheoryXassumesthatcontrolmeansforcingpeopleagainsttheirwill.
Apersondoesnotjoinasportsteambecausetheywanttolose,theywanttowin!Theywill
workhardontheirowniftheyareinapositiveenvironment.

TheoryXmakesthesubordinatefeelinsecure.
Anyteammemberwantstofeelliketheyareaneededcomponenttooverallsuccess.A
basketballplayerwhoisconstantlystressedaboutwhethertheywillgetplayingtimewillbe
dependentontheircoach.Thismakesthemfeelanxiousanddissatisfied.

TheoryXreliesononlyauthorityforcontrol.
Aleaderwhoreliesonlyontheirauthorityforcontrolislimitedtotheirpowerorauthorityto
punishorgiverewards.

TheoryXrestrictsthemanagertoonerole.
Aleaderwhorestrictstheirrolestobeingonlythebossislimitedintheirflexibilitytoalterthe
environment.

TheoryY

Assumptions

Workisnotapunishment,butitcanbringsatisfaction.
Harshcontrolandthreatscanforcepeopletoputefforttowardsobjectives,but
commitmenttoagoalcausesapersontotakeinitiative
Personalcommitmentcausesapersontoseekresponsibilitybecausethepursuitand
attainmentofthesegoalswillbringintrinsicsatisfaction,notonlyexternalrewards.
Inordertofosterthiscommitment,themanagermustalignpersonalgoalswiththe
overallgoalsoftheorganization.
Ifthepersonaljobsatisfactionofteammembersisignoredforthesakeofthegoodof
thewhole,theorganizationwillsuffer.
Everyonehasthepotentialforsuccess,buttheyoftenarelimitedbytheirenvironment.

Controls
Varietyofcontrolmethods
Ratherthanrelyingononlyauthority,aTheoryYleaderwillusearangeofmethodsof
influence:authority,rewards,andappealstoknowledge.Acoachassigningdrillscoulddemand
15

thattheteamruns10lapsonthetrack,offerawaterbreak,orexplainhowimportantrunningis
tokeepinguptheirindividualfitnessdependingonthesituation.

Balanceddependenceandindependence
Althoughteammembersaresomewhatdependentonthecoach,theymustalsoperceivethat
theyhavecontroloftheteamsfatetheycanpersonallyhelptheteamwin.

Themanagerplaysmanyroles

Aleaderthatactsasconsultant,leader,observer,friend,ect.hastheflexibilityto
changetheenvironmentbasedonthespecificsituation.

Fairness

Thereisnothingsodiscouragingtoapersonthentothinkthattheywillnotberewarded
fairlyforthehonesteffortthattheycontribute.Rulesshouldbesetupandfollowed
predictably.

Participation
Ifteammembersaregiventheprivilegetohelpsolveproblemsanddiscusssolutions,theywill
perceiveafriendlyworkenvironmentwheretheycancontributetosuccessandfeelneeded.

Competence
Theteammusttrusttheleadertomakedecisions.Afootballcoachthatdoesnotunderstand
therolesofalineman,runningback,andadefenderwillnotbetrustedandtheirdecisions
undermined.

Genuineconcern
Peoplecantellwhentheirleaderreallycaresaboutthemandtheirsuccess,whichcreatesa
positiveenvironment.

WhydoesTheoryYwork?

Manhasahierarchyofneeds.Oncethelowestlevelneedsarefulfilled,thenandonly
thencanapersonaspiretohigherneeds.(SeeMaslowsTheoryofMotivation)
Selfesteemandselfactualizationmotivationscausepeopletoaspiretoworkandhold
responsibility.Theyaremotivatedbytheneedtofeelgoodaboutwhattheydo.
Whenapersondoesnotfeelsafetheycannotfocusonupperlevelneeds.
Aleadercancreateanenvironmentthatmakesaworkerfeelunsafebyexhibiting
TheoryXassumptions.
TheoryYthinkingwillhelpcreateasafeenvironmentwhereworkershavetrustintheir
superior.Whenthelowerneedlevelsarefilledandteammembersarefreetoaspireto
selffulfillment,theorganizationisbenefited.

16


Conclusion

A151gamewinningstreakoverthetimespanof19seasons,showsthededicationofacoach
tothemakingofnotjustateam,butthebuildingofeachindividualcharacterandtheirsuccess
inthesportanddailylife.InansweringthequestionaboutwhatisaSpartan,CoachBob
Ladouceursaid:

Ourtraditionbeginswithacommitment.Thereisaqualitativevalueweplaceonthat
wordcommitment.IfIhadtochoosejustonelessonastudentwouldlearnfrom
participating,itwouldbelearninghowtomakeacommitment.Iftheysayyesto
participating,thentheymustunderstandthattoenteringintoarelationshipwithmeand
everyoneinvolvedwiththeprogram.Withthatcomesenormousresponsibility.
EssentiallyitmeansthatIamgoingtoexpectthebestfromyouandyoucanexpectthe
bestfromme.Itisn'tenoughtosay"I'llshowup."Wemaysaywearecommittedto
manythingsinlifebuttowhatdegree?Commitmentisaprecursortomanyadjectives
8
usedtodescribeourtradition.

Managersmustinstillthislevelofcommitmentineachsubordinateastheyseekforthesuccess
oftheircompanies.Allmustdomorethanjustshowup.Allmustexpectthebestfromtheir
colleaguesandthemselves.Oncethisisachieved,successisonepuntaway.Goteam!

17


Index

Achievement,9
Adaptability,15
Authoritative,9,13
Avoidance,5

JobSatisfaction,15

Physiologicalneeds,12
Potential,15
Promotion,9
Punishment,5,9,14,15

M
Motivation,11,12,1416

Communication,5
Competence,16
Control,11,1315
Conflict,3,5
Creativity,5,7,10,12,14
Critique,5

R
Recognition,7,9
RelationshipOriented,5,68
Responsibility,9,10,14
Rewards,7,9,15

D
Dependence,1516
Decisions,3,5

Safety,16
SelfEsteem,12,16
SelfActualization/Fulfillment,1213
SocialNeeds,12
Specialization,9
Stress,7,11,12,15

Employeecentered,10
Enthusiasm,10
Ethics,13

F
Favorability,6
Fairness,10,16
G
Genuine,7,10,16
Goals,10,11,13
Groupwork,10

T
Talent,6,12
TaskOriented,5,68
TaskStructure,6,8
TeamEffectiveness,67
TheoryX,1415
TheoryY,1516

H
Hierarchy,16
HorizontalTasks,9
HumanNature,11,13,14

V
VerticalTasks,9

I
Independence,13,16
Initiative,3,14,15
Inquiry,3
InterpersonalRelations,13
Selec

18

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19